ICBM Governance Model.pptx
PPTX presentation 534 KB Posted
- Attached to
- Integration Support Contract (ISC) 2. 0 Federal contract opportunity
- Solicitation number
- FA8207-20-ISC-2
About this file
This presentation outlines the governance model for the Intercontinental Ballistic Missile Systems Directorate. Key details include: the directorate's strategic priorities are increasing operational credibility, strengthening partnerships, and optimizing resources. Lines of effort and objectives and key results are established at the directorate, program, and individual levels to align work and drive progress on strategic goals. Objectives and key results follow a 90-day cycle of development, execution, and review. An example shows the Minuteman III Reentry Systems/Reentry Vehicles Integrated Product Team's objectives and key results for a quarter. The directorate aims to implement effective governance across all programs to deliver 400 combat-capable nuclear missiles through 2075.
The notice continues an existing special notice for the Integration Support Contract 2.0, supporting the Air Force Materiel Command Nuclear Weapons Center. It was reissued due to technical difficulties updating the previous notice. Industry day questions and answers, attendance list, and additional information will be posted on December 16, 2019.
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Text version
ICBM Systems Directorate Governance Model Col Luke Cropsey Director, ICBM Systems Directorate
March 2020
Never Doubted, Always Feared
AIR FORCE NUCLEAR WEAPONS CENTER
We exist as the prevailing force backstopping the security of the free world.
We will operate with deep knowledge, extreme tenacity, and radical teaming.
We deliver 400 combat capable nuclear missiles that are safe, secure, and effective...from now to 2075.
Our strategic priorities are increasing operational credibility, strengthening partnerships, and optimizing resources.
The most important thing right now is to implement effective governance across the Directorate.
Organizational Clarity in ICBMSD
ICBM Enterprise Picture
Increased Operational Credibility
Optimized Directorate Resources
Q1 Q2 Q3 Q4 Q2 OKRs Q3 OKRs Q4 OKRs Q1 OKRs Q2 OKRs Q3 OKRs Q4 OKRs Q1 OKRs Q2 OKRs Q3 OKRs Q4 OKRs Q1 OKRs MMIII Lines of Effort Strategic Outcomes Directorate Strategic Priorities GBSD Lines of Effort AFNWC Lines of Effort Directorate Lines of Effort
Lines of Effort (LOEs) AFNWC Lines of Effort inform Directorate, MMIII, and GBSD’s enduring, long-term initiatives
Objectives & Key Results (OKRs) Lines of Effort are broken down into quarterly OKRs to define what needs to be done and how it will be accomplished Strategic Priorities The Lines of Effort and OKRs drive the Directorate towards the three strategic priorities Lines of Effort and Setting Priorities with OKRs 400 combat capable missiles
Strengthened Enterprise Partnerships
Alignment & Focus “[OKRs are] a vaccine against fuzzy thinking – and fuzzy execution.” - John Doerr Org OKRs are linked at the center so that the focus of Team and Individual OKRs move in different directions.
Team OKRs Individual OKRs Org OKRs Alignment & Focus
Individual
Team
Organization OKR Execution The 90-day cycle guides the development and execution of OKRs 90-day OKR Cycle
Develop Execute
MMIII SPO Alignment
Acquisition Branch
Sustainment Branch Integration Branch
Propulsion Section Guidance Section
RS/RV
Section Ground Mechanical Section Ground Electrical Section
IIE
Section Field Support Section ACAT-I & II Section ACAT-III Section Services Section MMIII Division Specialty Engineering Section Test and Assessment Section Data Management Section
STRATEGIC
EXECUTION
Q1FY20
Q2FY20
Q3FY20
Q4FY20
Annual LOE Success Criteria Review and Objective Planning
Monthly Key Result Review
Execution of OKRs
Quarterly Objective Review and Key Result Planning
Line of Effort and OKR Battle Rhythm Weekly Prioritization Meetings
Example: MMIII RS/RV IPT OKR
AIR FORCE NUCLEAR WEAPONS CENTER
Questions?
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